Scania’s way of working is founded on good governance frameworks and systems, clear aims and direction, and a committed workforce that can deliver the company’s vision.
Scania is a global company with production and sales and service organisations in 100 countries. Of the approximately 42,000 employees, around 18,000 work with sales and services in subsidiaries worldwide. Scania’s production units are located in Europe and Latin America as well as in India. Scania also offers financial services in many markets.
As Scania become increasingly global and enter new geographies, a key challenge is to ensure that the same high standards and processes are in place wherever the company operates. An important step towards this is the current global rollout of e-learning for the company’s ethics program, ‘Doing things right’, for all employees, which will take place during 2015. Particularly in the global network of sales and services and its extensive market presence, Scania also needs to make sure the opportunities and non-financial risks presented by different markets are fully understood.
Towards continuous improvement
Striving for high social, ethical, and environmental standards is a natural fit with Scania’s longstanding commitment to quality and culture of continuous improvement. The Scania Production System challenges everyone to continually find new ways to do things better – an important attribute for sustainability.
Scania’s commitment to the UN Global Compact ensures these efforts are in line with global standards and stakeholder expectations.
Along with the core values and corporate governance framework, this provides a strong foundation for building the brand and reputation as a trusted partner. A particular priority going forward will be to integrate data collection from all Scania’s operations into the reporting.
Additionally, Scania plays a part in the Volkswagen Group’s sustainability efforts through the company’s representation in the CSR and Sustainability Steering Group as well as by coordinating specific issues on Group functions level.
Cutting CO2 in internal logistics
As well as Scania’s broader efforts to help move the sector towards sustainable, low-carbon transport through innovative products and partnerships, Scania is also tackling the sector’s biggest impact – CO2 emissions – within its own operations. Scania has targets in place to halve energy use in industrial operations by 2020 compared to 2010, and reduce CO2 emissions in transport by 25 percent by 2020, compared to 2012.
Scania has increased the use of virtual meetings by 63 percent in one year, from some 206,000 to 335,000 meetings. At the same time, Scania reduced air travel spend during the period by SEK 17 m. The efforts to encourage virtual meetings were recognized in 2014 by the Global Business Travel Association’s Project ICARUS.
On the social side, Scania understands that a qualified, dedicated and diverse workforce is vital for the success of the global organisation and delivering long-term growth with profitability. For this reason, the company is developing a program to make sure the company has the right skills, build on the competencies of existing employees, and attract new talent. A key goal is to maintain healthy attendance levels at 97 percent, and reduce work-related injuries to 5 per million hours worked.